42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
A lease provides a written record of the terms and conditions for the occupancy of the property by the tenant with the Landlord.
Its purpose is to create certainty of the occupancy and terms and conditions of use.
Entering into a lease is a very important element of any business, it represents the right for a business owner to conduct business from a particular
location as well as representing one of the businesses largest outgoings.
There are a few key things to consider when entering into a retail shop lease.
Rent
This is an important element of the lease. How much rent will the tenant be paying per payment period and through the term of the lease.
It is however not the only cost associated with a lease.
Outgoings
The terms of the lease may provide that the tenant may be liable for certain outgoings ranging from utilities to contributions to costs imposed by
Landlord for marketing and other activities undertaken by shopping centres.
Term and Options for further Terms
The lease will provide for an initial term. This may be a matter of months or years. It may also provide an option to renew.
This can often include several options. Eg. an initial term of 3 years with option to renew for another 3 year period.
The option to renew will be based on certain terms and conditions, most often the compliance of the tenant to the terms of the leas. Eg.
there are no significant breaches during the initial term. There will often be a mechanism to renegotiate the financial terms.
Suitability of the premises
This raises several issues, namely the condition of the premises, the required licences and regulatory compliance as well as the nature of the
business to be conducted at the premises. Can the business legally operate from the premises.
Trading Hours
Trading hours can often be an issue for business owners in shopping centres as they may have to give undertakings to operate whilst the
shopping centre is open. Trading hours can also be dictated by the relevant state rules and regulations.
Sale of business
It is important to consider the transferability of the lease as it is an important asset of a business and is often essential for the sale of business.
Legislative Protection for the Tenant
Retail leases are governed by the Retail Shop Leases Act in Queensland which confers certain rights and obligations on both the Tenant and Landlord.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
42 Cherry Pick Top Talent Away from Rivals
by Kim Girard
The scenario: With nearly every industry announcing layoffs and closings, high-caliber talent is up for grabs.
The tactic: Employ savvy recruiting tactics to poach A players from competitors.
Most Fortune 1000 companies keep a running list of top senior-level talent in their industry — people they would most like to hire if opportunity came knocking. Surprise: In many industries laboring through recession and cutbacks, now’s the time. With jobs in shorter supply and salaries flatlined, companies in a position to add headcount can lock in great talent. What are the keys to recessionary poaching? Here are four tactics that experts consider crucial.
Time your tactics. Getting the timing right and going aggressive at the first sign of trouble can be critical factors in making timely hires. When aircraft makers Cessna and Hawker Beechcraft announced in November that hundreds of employees would be laid off at their Wichita, Kansas, plants, Florida-based rival Piper Aircraft saw a prime opportunity to scoop up talent. Piper quickly organized a job fair, but not in Florida. The company brought recruiters to the Wichita Airport Hilton in hopes of attracting both employed and laid-off workers from Cessna and Hawker Beechcraft to its Vero Beach, Fla. operation.
Forget headhunters — use the Web. Companies looking to pick up talent also need to think strategically about using the Web to recruit. Build an online relationship with coveted employees before calling or interviewing, says John Sullivan, a management professor at San Francisco State University and CEO of HR firm Dr. John Sullivan & Associates. Many A-list employees aren’t actively looking to switch jobs. Hiring them requires a sustained effort to market the company online as the place, like Google and Facebook, where the best and brightest work. “A top performer will always want to learn,” says Sullivan.
Turn employees into recruiters. An easy way to boost a company’s Web reputation is to turn key employees into Web-savvy evangelists who blog, post in forums, and generally make the company look smart. At shoe and apparel retailer Zappos, more than 400 employees, including recruiters, now use Twitter to broadcast up-to-the minute updates on their days — ultimately hoping to convince talent at stuffier companies that life at Zappos is better. Recruiters at Sodexo, a growing $7.3 billion food services and facilities management company, use Facebook, YouTube videos (“A day in the life of a Sodexo employee”), LinkedIn, and blogging to help potential recruits get to know the company.
Don’t cave to the impulse to bargain-shop. That’s not to suggest any of this is easy or quick. It’s tempting to try to pay less for talent, especially when out-of-work employees have the disadvantage in negotiations. But hiring the candidate who agrees to the smallest salary could backfire when the economy bounces back and that employee starts to look for a better opportunity elsewhere. If financing is a problem, forgo upfront signing bonuses. Instead, offer restricted stock grants and promise more for the future, based on performance.
